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Administrative Science Quarterly

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Опубликовано на портале: 15-12-2002
Yadong Luo Administrative Science Quarterly. 2001.  Vol. 46. No. 2. P. 177-20. 
This study examines how personal attachments between boundary spanners within cross-cultural international cooperative ventures (ICV) are established and their association with venture performance. Results of analysis of 282 ICVs in an emerging market, the People's Republic of China, show that the development depends on factors at three levels. At the individual level, attachment is an increasing function of overlap in tenure between boundary spanners. At the organizational level, attachment is heightened by goal congruity between the parent firms but is impeded by cultural distance. At the environmental level, market disturbance and regulatory deterrence lead to strong attachments. Such attachments may stimulate an ICV's process performance and increase financial returns.
Опубликовано на портале: 15-12-2002
Donald Palmer Administrative Science Quarterly. 2001.  Vol. 46. No. 1. P. 87-120. 
This paper analyzes data on 461 large US industrial corporations to determine that factors that led large firms to participate in the wave of diversifying acquisitions that peaked in the late 1960s. A class theory of corporate acquisitions is elaborated on and tested, maintaining that firms pursue acquisitions in this periods when they were commended by well-networked challenges who were central in elite social networks but relatively marginal with respect to social status, isolated from the resistance of established elites, and free from control of owning families. Also considered is a wide range of factors highlighted by alternative accounts of acquisition likelihood, including resource dependent, institutional pressures, and principle-agent conflicts. The results provide support for the moan theoretical arguments, even when controls related to alternative explanations are taken into account.
Опубликовано на портале: 15-12-2002
Robin J. Ely, David A. Thomas Administrative Science Quarterly. 2001.  Vol. 46. No. 2. P. 229-273. 
This paper develops theory about the conditions under which cultural diversity enhances or detracts from work group functioning. From qualitative research in three culturally diverse organizations, three different perspectives on workforce diversity are identified: 1. the integration-and-learning perspective, 2. the access-and-legitimacy perspective, and 3. the discrimination-and-fairness perspective. The perspective on diversity a work group held influenced how people expressed and managed tensions related to diversity, whether those who had been traditionally underrepresented in the organization felt respected and valued by their colleagues, and how people interpreted the meaning of the racial identity at work. By identifying the conditions that intervene between the demographic composition of a work group and its functioning, the research helps to explain mixed results on the relationship between cultural diversity and work group outcomes.